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SRM Final Exam > Modules 8-14 > Flashcards

Modules 8-14 Flashcards

1
Q

organizational behavior

A

the study of actions that affect performance in the workplace

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2
Q

3 levels of focus for organizational behavior

A

individual
group
organizational

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3
Q

4 foundational attributes in organizational behavior that drive behavior

A

thoughts
personality
perceptions
attitudes

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4
Q

Big 5 personality traits

A

extroversion
agreeableness
emotionalism
conscientiousness
openness to experience

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5
Q

perception

A

process through which we select, organize, and interpret information from the surrounding environment

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6
Q

pygmalion effect

A

how management’s attitude toward their workers, their expectations of them, and their treatment of them affect workers’ performance

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7
Q

power

A

ability to influence the actions of others

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8
Q

position power

A

management has the position power that is delegated down the chain of command through formal authority

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9
Q

legitimate power

A

power given to people by organizations - managers or police officers

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10
Q

legitimate power

A

power given to people by organizations - managers or police officers

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11
Q

3 types of position power leading to legitimate power

A

coercive power - threats or punishment to achieve compliance
connection power - use relationships with important people to influence behavior
reward power -ability to influence others by giving them something they value

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12
Q

3 types of personal power

A

referent power - voluntarily giving someone power over you (favors)
information power - using knowledge or information to influence others
expert power - people who have expertise or specialized skills

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13
Q

networking steps

A

learn organizational culture
learn power of players
don’t surprise boss
be honest team player
stay tuned to networking grapevine
resolve conflicts

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14
Q

reciprocating

A

unspoken “i owe you”

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15
Q

coalition

A

alliance of people with similar objectives who have better chance of achieving those objectives together

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16
Q

dysfunctional conflict

A

prevents groups from achieving their objectives

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17
Q

functional conflict

A

fosters disagreement and opposition that actually help achieve a group’s objectives

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18
Q

styles of conflict management

A

avoiding - low concern for others and own needs
accommodating - high concern for other’s needs
forcing - high concern for own needs
negotiating - middle concern for others and own needs
collaborating - high concern for others and own needs

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19
Q

collaboration BCF statements

A

when you do B (behavior), C (consequences) happen, and you feel F (feelings)

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20
Q

group definition

A

has a clear leader and two or more members, and the members perform independent jobs with individual accountability, evaluation, and rewards

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21
Q

team definition

A

a group whose members share leadership and perform independent jobs with both individual and group accountability

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22
Q

formal groups

A

created by organizations as their official structures
ex: departments

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23
Q

informal groups

A

not part of organizations structure - spontaneous creations that occur when members come together voluntarily because of similar interests

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24
Q

functional groups

A

perform work of one type
Ex: accounting, sales, HR, etc.

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25
cross-functional groups
members who come from different function that work together
26
command groups
consist of managers and their staff
27
task groups
staff who work on specific objectives
28
problems with small groups
-limits ideas and creativity -tend to be too cautious -overwork and burnout because workload isn't distributed enough
29
problems with large groups
-tend to be slow and individuals cannot contribute as much -groups over 20 is too many to reach consensus on issues and decisions
30
rules definition
formally established by management or by the group
31
norms
informal, unspoken rules of a team that shape their behaviors and attitudes
32
5 stages of group development
1. orientation 2. dissatisfaction 3. resolution 4. production 5. termination
33
communication definition
process of transmitting information and meaning
34
interpersonal communication
communication between two people
35
vertical communication
downward and upward flow through organization - formal because of hierarchal chain of command
36
horizontal communication
flow of information between colleagues and peers at the same organizational level
37
use oral communication for
sending difficult or complex messages
38
use written communication for
transmitting simple and routine messages
39
use both oral and written communication for
sending important messages employees really need to understand
40
motivation
willingness to achieve organizational objectives
41
motivation process
need motive behavior consequence satisfaction/dissatisfaction
42
performance equation
motivation x ability x resources
43
3 types of motivation theories
content based process based reinforcement theory
44
content based theories
focus on identifying and understanding employee's needs
45
hierarchy of needs (bottom to top) *content based
physiological needs (food and shelter) safety needs (safety and security) social needs (love, friendship, acceptance) esteem needs (ego, status, self-respect) self-actualization (need to develop to full potential)
46
ERG theory *content-based
existence (physiological and safety needs) relatedness (social needs) growth (esteem and self-actualization) unsatisfied needs motivate people, but more than one level can be activated at at time
47
two-factor theory *content based
motivator factors (intrinsic factors) - drive people to excel (esteem and self-actualization needs - work itself, recognition, reputation, etc.) maintenance factors (extrinsic factors) - minimize or prevent dissatisfaction, but don't satisfy or motivate (physiological and safety needs - pay, benefits, job security, etc) proposes employees are motivated by motivators
48
acquired needs theory *content based
employees motivated by their needs for achievement, power, and affiliation
49
process based theories
focus on understanding how employees choose behavior to fulfill their needs
50
equity theory (Adams)
people are motivated when their perceived inputs = outputs
51
goal setting theory (Locke)
difficult but achievable goals motivate people
52
Expectancy theory
people are motivated when they believe they can and the rewards are worth it - if you think you can do something, you will be able to
53
reinforcement theories
focus on consequences and behavior
54
positive reinforcement theory
rewards for desired performance encourage continued behavior
55
negative reinforcement - 3 types
1. avoidance: rules - avoid punishment 2. extinction: withholding reinforcement for an undesirable behavior reduces that behavior (ignore behavior) 3. punishment: undesirable consequences for undesirable behavior
56
leadership definition
process of influencing employees to work toward achieving organizational objectives
57
leaders vs managers
-leadership is just one of 4 management functions -management is broader in scope than leadership, a manager can be in that position without being a true leader
58
leadership trait theory
idea that someone is born to lead. can awaken dormant traits over time
59
ghiselli's trait theory
these traits are important to effective leadership, but not all are necessary for success: supervisory ability need for achievement intelligence decisiveness self-assurance initiative
60
Kurt Lewin 3 basic leadership styles
1. autocratic - manager alone makes decision 2. democratic - employees have ideas too and are heard 3. laissez faire - not much input from management, if any
61
two-dimensional leadership
styles based on job structure and employee consideration -structuring (job-centered) : extent to which the leader takes charge to plan, organize, lead, and control as the employee performs the task. focuses on getting the job done -consideration (employee-centered): extent to which the leader communicates to develop trust, friendship, support, and respect. focuses on developing relationships with employees
62
leadership grid
1,1: (impoverished leaders) low concern for both production and people 9,1: (authority-compliance leaders) high concern for production and low concern for people 1,9: (country club leaders) low concern for production and high concern for people 5,5: (middle of the road leaders) balance concerns for production and people 9,9: (team leaders) high concern for both people and production
63
visionary leaders
bring about innovative change
64
charismatic leaders
create enthusiasm to achieve objectives by developing strong relationships
65
transformational leadership
emphasize continuous learning and making innovative changes (usually charismatic and visionary leaders)
66
transactional leadership
focus on stability as they implement change by creating standing plans to standardize policies, procedures, and rules - reward or punish based on performance
67
leader-member exchange theory (LMX)
based on relationship between leaders and their followers.
68
symbolic leaders
establish and maintain strong organizational structure, how everyone should act and enhance culture
69
servant leaders
look out for employee and organization interests rather than their own
70
authentic leaders
develop open relationships by leading by example
71
path goal leaders
determine employee objectives and achieve them using one of four styles: 1. directive 2. supportive 3. participative 4. achievement oriented
72
normative leaders
use one of 5 decision making styles 1. decide 2. consult individuals 3. consult group 4. facilitate 5. delegate`
73
controlling
establishes mechanisms that ensure that objectives are achieved
74
concurrent controls
actions taken during transformation to ensure standards are met
75
rework controls
actions taken to fix output; necessary when preliminary and concurrent controls fail
76
damage controls
action taken to minimize negative impacts on customers due to faulty output
77
7 controlling functional areas
1. operations 2. marketing 3. HR 4. finance 5. information 6. cross-functional product development 7. feedback process
78
control process
1. set objectives and standards 2. measure performance 3. compare performance 4. correct or reinforce
79
constant controls (continuous use)
self control clan control (rely on culture) standing plans (rules)
80
periodic controls
regular reports budgets audits
81
occasional controls (as needed)
observation exception principal special reports project controls
82
master budget process (covers one year, broken down by month)
1. develop revenue and expenditure operating budgets 2. develop the capital expenditures budget 3. measure costs and revenue flow
83
operating budgets
revenue: forecast of total income for the year expenses: forecast of total operating spending for the year
84
capital budgets
allocate funds for improvements
85
coaching steps
1. describe current performance 2. describe desired performance 3. build trust and get commitment to change 4. follow up
86
management by walking around
listening, teaching, and facilitating
87
4 types of problem employees
1. don't have the ability to meet standards 2. don't have the motivation to meet standards 3. intentionally violate plans 4. have problems and need counseling
88
SMG
worlds largest event and facility management
89
planning dimensions
1. management level develops plan 2. type of plan - strategic or operational 3. scope covered in plan - broad or narrow 4. time frame - long or short 5. repetition - single use or long standing
90
single use plans
programs and budgets
91
standing plans
policies, procedures, rules
92
contingency plans
alternative plans that can be implemented if uncontrolled events occur
93
poor planning indications
objective not met (no sales) continual crises idle resources lack of resources duplication
94
qualitative forecasting techniques
subjective judgment, intuition, experience, opinion
95
quantitative forecasting techniques
objective math, past sales, and data

SRM Final Exam (2 decks)

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